►
Description
Briefing of the Buncombe County Board of Commissioners on October 18, 2022. The briefing is a chance for Commissioners to review agenda items before the meeting. No motions will take place during the briefing.
A
A
Okay?
Great.
Well,
then,
we're
going
to
consider
this
the
agenda
for
what's
published
as
the
agenda
for
the
meeting.
Are
there
any
questions
about
any
items
on
the
agenda
for
the
five
o'clock
meeting,
all
right
great
and
let's
get
started,
and
the
first
item
is
and
presentation
on
the
active
aging
Center.
B
Good
afternoon
Commissioners,
and
thank
you
so
much
for
the
opportunity
to
come
and
talk
to
you
about
this
exciting
project
today,
I
do
want
to
recognize
a
few
people
that
are
here
with
us.
This
process
has
been
driven
from
its
Inception
by
a
group
of
community
providers.
B
The
active
aging
steering
committee,
but
the
the
tri-chairs
of
this
committee
are
all
in
the
room
today
and
are
available
if
there's
questions,
and
one
of
them
is
gentique
who's,
our
very
own,
adult
and
aging
manager
for
HHS,
and
then
we
have
Heather
Bauer,
who
is
the
executive
director
of
Council
on
Aging
and
Elizabeth
Williams?
Who
is
the
executive
director
of
mountain,
cares,
want
to
be
sure
and
recognize
them
as
we
get
started.
Okay
I
have
not
been
up
here
since
the
new
just
to
go
over
briefly
the
mission.
B
What
is
the
active
aging
Center
and
the
mission
of
it
is
to
empower
all
people
to
age
in
community
and
so
at
a
big
broad
level.
It's
a
physical
space
that
certainly
brings
one
of
our
strategic
priorities
to
life.
I
might
argue
two
of
our
chief
priorities
to
life,
and
that
is
our
Aging.
In
place
priority
to
to
have
active,
strong
Aging
in
Buncombe
County,
it
also
promotes
our
values
of
diversity.
B
Equity
and
inclusion
creates
a
One-Stop
shop
for
Aging
Services
in
Buncombe
County,
sometimes
like
to
refer
to
it
as
the
Aging
Mall
sort
of
that
concept.
It
also
innovates
delivery
of
services
for
our
older
adults.
That
really
focuses
on
social
determinants
of
health,
so
you
can
get
multiple
services
in
one
place
and
it
was
important
to
us
that
optimize
intergenerational
opportunities,
so
as
a
part
of
our
acting
aging
Center,
we
really
would
also
have
a
Child
Development
Center
so
that
we
can
do
intergenerational
programming
in
one
place.
B
The
timeline
just
to
give
you
a
little
history
of
how
we
got
here
today,
so
in
2019,
I,
still
remember
being
invited
to
a
meeting
to
hear
about
this
thing
called
that
active
aging,
Center
I
still
remember
going
to
that
meeting
and
it
was
fascinating.
There
was
Community
providers
from
all
over
the
county,
a
lot
of
mover
shakers,
some
folks
who
were
retired
and
were
there
and
I
immediately,
was
amazed
by
the
energy
that
was
around
this
from
the
beginning
in
October.
In
the
fall
of
that
year,
we
got
a
grant.
B
A
planning
Grant
was
awarded
by
by
a
non-profit
Foundation,
to
really
do
a
study
of
this
concept
to
see
if
it
was
feasible
for
Buncombe
County,
and
at
that
time
we
did
form
that
executive
committee,
at
which
of
the
three
and
then
in
June
of
2021.
The
the
plan
was
finalized
when
I
say
the
plan
was
finalized,
I
had
a
copy
of
it
back,
there's
very
large
business
plan,
but
a
lot
of
discussion
and
that
committee
too,
about
really
how
what
would
be
the
best
way
to
pull
this
plan
enough
to
actually
operationalize
this
Center.
B
If
the
vision
could
be
realized
and
in
July
of
2021.
After
considering
several
different
ownership
options,
there
was
three
viable
ownership
options
that
were
really
proposed
by
the
consultant,
the
group
of
those
12
and
it's
ebbed
and
flowed
over
time
in
the
number,
but
I
think
it's
12.
Now
really
the
desire
of
the
group
was
that
Buncombe
County
would
be
the
owner
operator
of
the
center
sort
of
the
coordinator
of
the
services.
B
Back
to
my
analogy,
the
owner
of
the
mall,
but
not
the
owner
of
the
businesses
that
operate
out
of
the
mall
so
brought
that
before
the
HHS
board
to
see
how
they
felt
about
HHS
being
the
leader
of
that
process
and
sort
of
being
the
coordinator
as
we
move
forward.
They
voted
unanimously
in
support
of
that
recommendation,
and
so
we
began
to
take
that
role
of
offering
Operational
Support.
B
So
you
know
offering
our
Communications
team,
our
business
team,
the
you
know
the
resources
we
have
at
our
disposal
and
then
in
shortly
after
that,
UNCA
really
began
to
emerge
as
a
prime
site
for
the
center.
So
the
study
suggested
that
the
center
be
within
the
city
limits
of
Asheville
because
it
really
was
a
hub
and
spoke
model,
so
they
wanted
it
to
be
really
where
there
was
a
large
population
density
and
then
over
time
you
could
take
these
Services
out
across
the
community.
So
we
began
to
look
at
what
would
be
viable
places.
B
Unc
came
on
board
as
a
partner
early,
and
then
they
began
to
get
interested
in
maybe
having
this
Center
on
their
Centennial
Campus,
along
with
some
other
aging
initiatives
that
they
were
considering.
So
you
can
see
this
September
their
board
actually
at
their
trustees
meeting,
actually
endorsed
in
principle.
Unwritten
endorsement
the
idea
of
an
active
aging
center
located
on
the
UNCA
campus
as
a
part
of
the
Centennial
Campus
and
then
today
brings
up
today,
which
I
see
as
a
really
pivotal
and
important
part,
is
to
come
before
you
and
just
share
this
Vision
with
you.
B
Now
that
it
is
completely
fleshed
out.
It's
really
ready
to
go
and
to
get
your
feedback
and
input
oops
and
then
I
want
to
go
and
just
show
a
testimonial
from
a
citizen
who
would
receive
services
and
could
use
services
at
the
center.
So
the
Citizen's
not
able
to
be
here,
but
she
was
gracious
enough
to
to
give
us
a
video.
So
I
wanted
to
show
you
that.
C
Buncombe
County,
because
none
of
us
can
fully
protect
ourselves
from
the
challenges
aging
brings.
My
spouse
has
Alzheimer's,
she
is
declining
and
I
will
soon
need
support
to
keep
her
at
home.
That
is
one
issue,
but
I
am
aging
two
and
I'm
going
to
need
help.
The
landscape
of
Aging
Services
is
complex
and
compartmentalized
and
I'm
not
sure
where
to
start
who
do
I
call.
What
will
we
need?
C
I
can
imagine
one
day
that
my
spouse
might
attend.
Adult
Day
Care
will
I
meet
with
a
support
group
or
take
a
class
at
Ollie
or
work
out
at
the
gym.
I
might
also
have
an
appointment
in
the
clinic
and
pick
up
medications
on
the
same
day
that
I
eat
a
congregate
meal.
The
active
aging
Center
is
a
common
sense
solution
that
will
meet
the
needs
of
our
aging
Community.
It
is
an
investment
in
the
future
for
all
of
us.
D
And
so
we
just
heard
Barbara's
story,
and
this
next
slide
is
really
meant
to
show
you
the
data
around
supporting
this
initiative
and
how
we
got
to
this
point.
So
the
darker
blue
columns
that
you
see
there
represent
the
population
60
plus
it
represents
it
from
2020
and
the
projection
that
we
expect
to
see
over
the
next
18
years.
D
The
other
thing
that
this
graph
doesn't
really
speak
to,
but
I
think
is
important
to
highlight,
which
is
social
isolation.
We
know
that
this
population
people
60
plus,
is
some
of
the
highest
risk
for
social
isolation.
Around
28
percent
of
individuals
are
socially
isolated,
and
one
of
the
things
that
the
active
aging
Center
would
do
would
be
help
to
break
down
that
barrier
of
social
isolation.
D
One
of
the
things
that
was
really
important
for
us
in
the
development
of
this
vision
and
in
the
fee
and
the
feasibility
study
and
business
plan
was
to
really
look
at
what
other
communities
were
doing.
We
didn't
want
to
reinvent
the
will,
and
we
also
didn't
want
to.
We
wanted
to
make
sure
that
we
took
best
lessons
and
lessons
learned
from
our
communities
across
the
state.
So
we
looked
at
these
five
specific
counties:
Forsyth
Ash,
Chatham,
orange
and
Durham,
and
the
reason
that
we
selected
these
is
these
were
actually
a
variety
of
options.
D
So,
as
Stoney
mentioned,
we
came
up
in
our
in
our
team
meeting
around
three
potential
options:
non-profit
County
or
Blended-
and
that's
what
we
looked
at
here:
non-profit
options,
Blended
options
and
County
options.
The
other
thing
that
these
five
organizations
represent
is
what
they
offer
with
internally
and
Ash
is
the
one
that
I'll
be
honest.
We
probably
most
mirrored
in
our
vision
around
the
active
aging
Center
and
that's
because
they
offer
multiple
different
Services
Under,
that
one
roof,
so
they
offer
Adult
Day
Care.
They
offer
Senior
Services
like
a
senior
center.
They
offer
congregate
nutrition.
D
They
offer
child
care,
so
it
allows
for
an
individual
to
be
able
to
come
in
bring
their
loved
one
to
the
adult
day
care
if
they
are
also
caring
for
their
grandchild,
allow
them
to
take
them
to
the
child
care
center
and
then
still
be
able
to
participate
in
some
of
those
social,
those
Senior
Center
activities
throughout
the
course
of
our
research.
We
also
our
consultant,
which
was
Ibis
Enterprises
interviewed
81
individuals
in
our
community
key
stakeholders.
D
B
Thanks
Jen
so
I
reached
out
and
did
a
little
research
on
my
own
just
to
see
what
the
landscape
looked
like
in
Western
North
Carolina
and
as
you
can
see
again,
there's
no
single,
really
Service
delivery
model
for
Aging
Services,
really
across
North
Carolina.
It
really
depends
on
that
community
and
how
things
are
arranged
in
that
community.
So
we
look
across
Western,
North,
Carolina,
Haywood
County
has
a
very
unique
model
where
about
half
of
their
senior
services
like
Meals
on
Wheels,
Adult,
Day
Health.
B
The
cap
program
are
delivered
through
the
HHS
with
County
staff.
The
other
half
of
the
services
congregate
nutrition
and
traditional
Senior
Center.
Things
are
delivered
by
a
non-profit,
however,
that
nonprofit
sits
in
a
county
building
that
is
literally
just
steps
away
from
the
adult
day
health.
So
it's
kind
of
an
interesting
Blended
model.
Henderson
County
is
completely
non-profit,
so
they
run
their
Aging
Services
completely
through
their
non-profit
Council.
On
Aging.
B
When
you
get
to
Jackson
and
County,
it's
County
model
County
staff,
but
they
actually
have
a
standalone
Department
of
Aging
just
like
we
have
Parks
and
Rec
and
libraries
and
public
health.
You
get
into
Macon
County,
they
run
a
county
model,
completely
County
staff,
all
the
services
of
County
Services,
but
they
run
it
through
their
Department
of
Social
Services
Polk
County,
as
it
continues
to
go.
They
run
their
model
through
their
health
and
human
services,
but
through
their
Public,
Health,
Division
and
then
one
other
model.
B
A
B
Guess
you
could
argue
that
this
is
a
structure
yeah.
You
could
argue
that
some
of
these
are
One-Stop
shops
in
the
sense
that
in
these
smaller
counties,
there's
not
the
there's,
not
as
many
non-profit
Partners
as
we
would
have
in
bunk
them
in
this
space.
So
they
may
be
offering
the
congregate
nutrition
Senior
Center.
Don't
they
help
like
all
those
core
services
in
one
place,
the
unique
thing
about
the
bunker
model,
I
would
say
it's
a
different
model.
I
would
call
it
an
integrated
model
where
we're
bringing
all
of
our
age.
B
Well,
not
all
the
many
of
our
aging
Partners
into
one
building,
where
we're
living
together
and
working
together
for
the
benefit
of
this
population.
So
I
would
say
our
model
is
actually
a
yet
the
seventh
model,
which
do
any
of
the
other
counties
do
that
no
not
in
Western
North
Carolina
yeah.
They
provide
the
full
compliment,
but
not,
but
they
don't
do
like
the.
They
don't
have
multiple.
D
I
provide
just
a
little
bit
of
clarity
to
that,
though,
sometimes
that's
because
one
agent
I'm
sorry
one
some
in
some
cases,
though,
the
agency
provides
all
of
those
services
so
just
like
for
Jackson
County,
for
example,
they
they
actually
provide
the
county
themselves,
provide
all
of
the
services.
So
it's
not
multiple
different
organizations
providing
different
services.
Does
that
make
sense
like
in
in
Buncombe?
We
have
all
of
these
different
organizations
providing
services
in
a
lot
of
counties.
The
county
actually
keeps
the
block
grant
funding
and
then
runs
all
of
the
services
themselves.
D
D
This
building
has
been
developed
as
a
One-Stop
shop
meant
to
serve
people
across
the
lifespan,
offering
opportunities
for
social
interaction,
intergenerational
activities
and
connection
to
needed
services
and
supports
as
we
enter
through
the
doors
you
notice
the
wide
open
hallways
and
can
automatically
feel
the
importance
of
the
space
as
we
head
down
the
hallway
to
the
right.
You'll
find
a
child
care
center,
focused
on
providing
services
for
children
birth
to
five
and
on
the
kiosk
to
your
left.
D
You'll
find
assistive
technology
devices
like
Pro,
talkers,
voice,
activated
reminders
and
GPS
tracking
systems,
as
well
as
other
items
needed
to
support
individuals
to
age
in
place
as
we
pass
by
the
doors
on
the
left
and
the
right.
We
see
office
spaces
for
aging
service
providers,
offering
needed
Services
for
Families,
like
caregiver
support,
Medicare
education
and
housing
and
food
application
assistance,
as
we
cross
the
hallway
you'll
see
to
the
left
a
few
large
rooms.
D
These
are
designed
as
activity
spaces
and
include
an
exercise,
room
and
yoga
space,
art,
weaving
and
pottery
classes,
as
well
as
lifelong
learning
and
health
education
classes
next
door.
We
find
the
healthcare
clinic
that
offers
vaccinations,
testings
and
routine
checks
like
blood
pressure
and
medication,
reviews
and
Upon
Our
approach
to
the
back
of
the
building.
You'll
see
outdoor
space
for
recreation
activities
to
the
right,
you'll
find
the
commercial
kitchen,
dining
area,
food,
pantry
and
coffee
shop.
This
commercial
kitchen
will
help
to
streamline
the
cost
of
meals
for
many
of
our
providers.
D
Heading
back
towards
the
front
of
the
building,
we'll
pass
the
adult
daycare
on
our
right.
They
offer
Adult
Day,
Care
and
adult
day,
Health
Services,
as
well
as
respite
programs
and
caregiver
support
programs
for
individuals
and
families.
Did
you
know
they
also
run
the
only
wheelchair
seating
clinic
in
our
area.
D
We
approach
the
front
doors
and
take
a
final
look
back
across
the
space.
You'll
see
that
some
offices
have
a
rotating
schedule
on
the
door.
Some
of
the
agencies
that
share
these
spaces
offer
things
like
legal
support,
Financial,
counseling,
Transportation
assistance
and
home
repair.
We
look
forward
to
opening
these
doors
in
the
coming
years
and
ensuring
that
these
valuable
services
and
supports
are
available
for
all.
D
And
so
that
walkthrough
was
actually
also
developed
during
our
feasibility
plan,
and
the
services
that
you
see
listed
on
the
right
is
what
you've
just
kind
of
heard
throughout
the
walk
through.
So
we
envision
Adult,
Day
Care
day
Health,
multiple
aging
service
providers,
Child
Care,
the
intergenerational
activities,
food
pantry
and
storage.
We
currently
in
Buncombe
County,
don't
actually
receive
all
of
the
food
pantry
options
that
we
have
available
for
us,
and
this
would
be
able
to
expand
some
capacity.
It
would
also
allow
us
to
have
an
eight
to
five
Monday
through
Friday
food
pantry.
D
To
my
knowledge,
we
don't
really
have
that
available
in
our
community
most
times
people
have
to
go.
You
have
to
be
in
Black
Mountain
from
two
to
four
on
Tuesdays
or
you
have
to
be
in
Swannanoa
at
a
certain
time.
So
this
would
be
an
eight
to
five
Monday
through
Friday
technology
space,
in
which
we
would
be
in
partnership
with
the
library
and
the
services
that
they
offer.
D
Clinical
Services
you'll,
see
on
a
feature
slide
that
currently
mahec
has
been
a
partner
with
us
from
the
beginning,
as
potential
of
either
partnering
with
us
or
coming
through
rotation.
We've
also
got
Fitness
areas:
commercial
kitchen.
Many
of
our
providers
are
providing
lunch
to
older
adults
and
right
now
they're
having
to
get
that
from
three
different
vendors.
D
But
this
would
allow
for
a
centralization
of
that
as
well
dining
space
for
the
from
the
congregate
nutrition,
as
well
as
Bakery
Goods
in
the
mornings
Flex
space,
so
that
we
can
have
rotating
aging
service
providers,
utilizing
and
then
outdoor
space.
D
So
our
strategy,
most
of
what
we've
spoken
to
already,
but
it's
a
One-Stop
shop.
It's
really
about
making
it
easier
for
consumers
to
be
able
to
come
in
and
access
Services,
making
it
easier
for
families
and
caregivers
who
are
already
stressed
to
be
able
to
seek
the
services
that
are
needed
at
that
really
critical
time
in
their
life.
It's
a
hub
and
spoke
model
and
I.
Think
it's
really
important
to
talk
about
that
for
just
another
minute
is
we're
not
necessarily
saying
we're.
Gonna
put
this
in
Asheville
and
then
everyone
has
to
come
to
us.
D
That
is
not
the
vision.
It's
that
we
put
this
in
Asheville,
because
that's
where
the
majority
of
people
are
seeking
services,
but
we
coordinate
services
to
be
able
to
go
into
Community
more
efficiently
and
effectively,
for
example,
right
now
we
know
that
there
are
Vans
that
drive
out
to
Swannanoa
to
deliver
books.
We
know
that
there
are
food
vans
that
drive
out
just
want
to
know
what
to
deliver
food
they're
not
going
on
the
same
day.
So
families
are
having
to
come
to
that
location.
Multiple
times
gas
is
expensive.
D
They
don't
have
the
ability
to
do
that.
Sometimes
sometimes
they
don't
have
transportation.
This
would
allow
for
a
coordination
one
place
for
providers
to
come
together,
identify
those
needs
in
the
community
and
then
offer
them
at
one
time
out
in
out
in
community
efficiency,
which
is
what
we've
spoken
to
better
navigation.
We
did
some
at
the
very
beginning
of
this
project
that
Sony
was
speaking
to
and
we
invited
people
to
the
table.
It
was
26
different
service
providers
that
we
invited
to
the
table.
D
That's
a
lot
for
families
to
have
to
seek
out
and
try
to
figure
out
who
to
go
to
some
studies
say
that
an
individual
or
caregiver
will
call
up
to
seven
different
locations
to
just
get
services
in
place.
This
would
allow
for
one
look
one
call
it's
a
no
wrong
door
approach.
You
call
here
and
we'll
be
able
to
put
services
in
place.
D
It's
reducing
capacity
limitations
that
goes
back
to
the
piece
I
talked
about
with
food
pantry
access,
and
also
many
of
our
service
providers
are
just
they're
strapped
for
space
they're
having
to
really
make
do
in
situations
and
in
locations
that
they
could
use
more
space
to
be
able
to
serve
more
individuals
and
more
clients.
It's
comprehensive
in
scope.
D
This
is
just
some
of
our
steering
team.
As
Tony
said,
we've
had
a
couple,
people
come
off
and
new
people
come
on
and
we
are
always
seeking
new
members
to
the
table
as
more
people
continue
to
learn
about
it.
More
people
are
expressing
interest
I'm
getting
a
lot
of
emails
asking
if
they
can
get
updates
or
information
or
how
they
can
best
support.
D
But
all
of
the
individuals
that
you
see
here
have
expressed
some
level
of
commitment
to
the
project,
whether
it's
being
in
the
space,
whether
it's
letting
people
know
about
it,
but
they
and
in
some
cases
they've
talked
about
actually
offering
services
within
the
space.
B
Okay,
so
we
just
want
to
think
about
what
are
the
next
steps?
What
are
the
considerations
that
we
would
like
to
put
before
you
for
you
to
consider
and
I
think
the
real
question
is
what
the
community
has
asked.
You
know:
will
Buncombe
County
be
the
owner
operator
of
the
center,
not
the
Sole
Provider
back
to
Brown
at
your
point,
we're
not
suggesting
that
Buncombe
County
be
the
Aging
provider,
but
the
coordinator,
and
this
and
the
supporter
of
Aging
Services.
B
We
have,
and
some
amazing
aging
providers
in
this
in
this
County
as
soon
as
I
got
here,
went
to
what
is
now
called
basa.
It
used
to
be
called
ACC
and
I
was
just
struck
by
the
number
of
organizations
that
showed
up
and
were
clearly
working
together,
like
partnership
kind
of
thing,
but
we
would
need
obviously
there's
a
big
cost.
Big
Vision
often
has
no
big
commitment,
and
so
the
things
to
think
about
financially
I
want
you
guys
to
have
sort
of
the
snapshot
of
this
is
if
we
were
to
build
the
center.
B
Neither
General
gen
or
our
qualified
to
do
commercial
construction,
above
probably
what
a
million
yeah
but
and
we've
talked
to
Mike
Mason
facility
services,
and
what
Mike
said
is
that,
given
the
amount
of
work
on
our
that
team
now
with
the
facility
study
and
the
amount
that
he
would
recommend
that
we
contract
that
out,
just
pay
as
you
go
when
you
need
it,
you
have
it
rather
than
you
know,
hiring
a
project
manager.
B
The
construction
cost
I
mean
it's
hard
to
say
now,
because
our
studies
a
couple
years
old,
but
the
original
price
tag
came
in
around
26
million
for
this
center.
It's
very
large
Center,
62,
65
000
square
feet.
So
what
what
I
do
love
again
back
to
partnership?
Is
the
non-profits
in
this
Consortium
say
they're
willing
to
help
raise
this
money?
B
What
what
we're
asking
for
is
really
a
county
match
with
the
county
commit
have
a
really
not
quite
half
of
the
money
as
a
match,
as
this
group
goes
out
and
gets
grants
and
other
funds
to
build
the
center,
so
it'd
be
a
partnership
on
the
construction
too.
Really
not.
The
ask
is
not
that
the
county
paid
the
full
cost
of
the
construction
and
then,
of
course,
there's
going
to
be
some
operating
costs
of
we
build
a
building
and
we
own
it.
In
all
reality,
there
will
be
some
ongoing
operating
costs.
B
We've
talked
about
a
shared
model.
There
too,
where
you
know
all
of
our
partners
are
paying
these
costs
today,
so
lights
and
water,
and
you
know
all
those
things
that
we
would
the
tenants
would
share.
You
know
we'd
share
those
costs
based
off
your
square
footage
that
you
maintain
so
that
that
cost
doesn't
fall
completely
on
the
county
or
the
taxpayer,
and
then
we'll
have
some
for-profit
entities
in
there.
So
we
may
have
a
medical
practice.
B
Think
if
I'm
sitting
in
your
seat,
that
was
one
of
the
questions
I
would
want
to
know
is
what
would
it
cost
to
do
this,
and
this
is
our
best
estimate
at
this
point.
Without
a
you
know,
a
professional
architect
to
really
come
in
and
do
the
rest
of
the
work.
So
we
just
now
open
it
up
for
questions
or
comments
or
anything
that
we
can
provide.
E
Well,
I'll,
go
ahead
and
and
start
I
have
a
few
questions
and,
and
some
comments,
the
first
thing
I'll
say
is
I,
definitely
see
the
benefit
of
centralized
plays
and
improve
coordination.
I
have
no
doubt
that
that
is
needed
for
our
community
and
especially
when
you
say
just
one
phone
call
for
folks.
Clearly
I
think
that's
something
that
would
be
appreciated
and
be
very
helpful.
The
I
do
just
so
when
you
said
the
the
cost
of
this
was.
Did
you
say
this
was
based
on
2020
when
you
came
up
with
the
26
million.
D
E
And
so
your
hope
is
that
the
county
would
contribute
to
about
half
of
that
cost,
which
that
costs,
in
all
likelihood,
I'm
thinking
from
what
we're
seeing
with
construction
costs
would
be
more
than
this.
Probably,
what
would
we
guess
about
a
third
more
maybe
from
some
of
what
we're
seeing
on
the
school
Capital
Commission.
A
D
Yeah
we
at
this
point,
so
our
committee
had
at
that
point
discussed
like
what
could
we
raise
and
then
also
we
some
of
the
things
that
are
not
in
here
but
I,
think
maybe
we're
in
a
packet
is
how
we
had
identified
it
securing
other
funding.
There
are
some
foundations
that
specifically
support
project
builds
like
this
and
also
the
state.
The
state
budget
over
the
last
three
years
has
actually
allocated
funding
to
projects
like
this
across
the
state.
D
However,
they
have
not
given
any
funding
to
any
project
like
this
in
Western
North
Carolina.
They
have
given
funding
to
the
central
area
and
to
the
East,
and
we
believe
it
would
be
an
appropriate
ask
should
should
we
be
able
to
continue
to
move
forward
in
this
project
to
be
able
to
go
to
the
State
office
and
with
requests
to
the
state
budget
for
future
allocation
to
this
project?.
E
D
I
think
our
ask
remains
up
to
10
million
I
mean
we.
This
presentation
has
been
made
in
the
last
couple
of
weeks,
so
I
think
our
ask
remains
up
to
with
the
matching
the
X,
the
expectation
being,
to
show
that
we
can
actually
raise
These
funds,
that
there
is
belief
in
this
project
and
that
there
is
both
Community
Support
Foundation
support
and
state
support.
E
E
Do
we
need
that
kind
of
facility
in
order
to
achieve
these
goals
for
our
community,
because
when
we
look
at
spending
that
amount
of
money
versus
putting
that
money
into
well
when
I
think
about
what
out
in
the
community,
we
hear
from
Seniors
that
are
very
concerned
about
their
affordable
housing
right
and
being
able
to
actually
stay
in
their
homes
and
thinking
about
laying
out
where
we
put
that
investment.
So
how
did
when
you
were
doing
this
study?
E
Did
you
take
into
consideration
something
on
a
smaller
scale
or
utilizing
something
that's
already
in
the
community
where
you
could
still
bring
these
Services
together?.
D
Yes
and
we
are
open
to
not
necessarily
a
new
build
but
revitalizing
an
existing
building.
We
have
not
been
able
to
identify
anything
that
would
be
large
enough
to
support
all
of
these
different
entities
under
that
space
and
I
know.
65
000
square
feet
does
sound
like
a
large
building
and
it
and
it
is,
but
the
reality
is
that
is
the
space
that's
needed
to
be
able
to
meet
all
of
the
different
service
providers,
Under
One
Roof.
D
What
we
did
in
our
feasibility
plan
is,
we
talked
to
the
different
service
providers
and
we
identified
how
much
space
square
footage
did
you
need
Adult,
Day
Care,
for
example,
needs
20,
000
square
feet
to
be
able
to
ruin
and
function.
Then
we
look
at
senior
centers
and
how
much
space
they
needed.
Child,
Care
Centers
and
that's
how
we
came
up
with
that
65
000
square
foot,
space
I
think
that
I'll
be
I'll,
speak
and
share
that
I
came
to
Buncombe
County
from
other
communities.
D
I
had
the
opportunity
to
work
at
the
State
under
aging
and
adult
services
and
have
traveled
across
the
state
and
seen
varieties
of
other
locations.
I
also
used
to
work
in
a
senior
center
in
another
Community
I
was
kind
of
surprised
that
we
don't
have
something
like
this
here
in
Buncombe
County
with
the
population
that
we
have
so
I
think
it's
I
do
think
it's
needed,
I
think
it's
past
time
to
have
a
have
a
center
like
this
for
our
community
and
also
for
that
social
isolation
piece.
D
That
is
a
really
big
piece
that
I
don't
want
us
to
move
from,
because
that
so
that
is
one
of
the
ways
that
we
prevent
elder
abuse.
That's
one
of
the
ways
we
prevent
fraud
and
scams
is
by
bringing
people
out
of
their
home
and
into
community
and
right
now
we
just
don't
have
the
ability,
through
any
of
our
current
existing
structures,
to
do
that.
B
And
I
think
to
commissioner
Wells
you
bring
a
good
point,
is
that
this
is
a
vision
and
we
got
a
our
consultant
gave
us
that
walk
through.
So
we're
not
saying
it
would
exactly.
Look
like
I
mean
I,
because
when
we
start
the
construction
project,
you
know
we're
going
to
have
to
get
an
architect
get
true.
Architectural
drawings
renderings
like,
for
instance,
the
original
plan.
We
got
had
a
fountain
in
the
middle
of
it.
B
So
like
at
a
committee
meeting,
we
were
like
actually
I
said
this
I
was
like
if
the
County's
going
to
own
this
building,
we
cannot
have
a
fountain
in
the
middle
of
it,
because
that's
a
maintenance,
Nightmare,
and
maybe
it's
not
the
best
use
of
of
of
our
dollar.
So
I
think
that
some
of
that
discussion
is
there
and
we
also
realized
that
construction
costs.
Are
you
make
the
all
the
right
points?
Construction
costs
are
more,
which
is
really
hard
for
us
to
go
into
that
deep
planning
phase.
B
D
I
think
that's
a
great
point
and
something
I
can
do
a
little
bit
more
of
a
deeper
dive
if
that's
requested,
to
get
that
data
about
what
is
the
numbers
in
those
communities?
I
do
know
that
we
do
have
a
we're,
a
wonderful
place
to
come
to
right.
So
a
lot
of
people
want
to
move
here,
and
then
we
have
people
that
are
retiring
here
and
aging
in
place.
D
I
am
hesitant
to
say
that
the
active
aging
Center
isn't
a
place
for
people
at
Deerfield
or
Givens
or
any
other
community,
because
it
could
be
and
I
would
love
for
it
to
be.
I
would
love
for
it
to
be
a
place
that
has
different
socioeconomic
statuses.
Interacting
there's
a
story
that
I
have
about
a
congregate
nutrition
site
where
there
was
a
person
who
was
a
farmer
sitting
beside
a
person
who
was
a
doctor
in
their
previous
worlds.
D
They
never
interacted,
but
in
their
70s
they
did
at
the
congregate
nutrition
site
and
those
are
the
opportunities
that
I
would
love
to
see
happen
in
an
active
aging
Center,
because
in
places
like
Deerfield
and
Givens,
many
of
those
are
still
independent.
Living
communities
and
they're
still
communicate
they're
still
engaging
in
community
they're
still
interacting
out.
Many
of
them
go
to
Ali,
but
some
may
come
here
and
volunteer.
E
And
those
are
those
are
good
points,
I
guess.
My
final
question
for
right
now
was
thinking
about
the
location
and
then
who
your
target
audience
is
and
and
I
do
really
appreciate.
Unc
Asheville,
considering
putting
it
there.
It
sounds
like
you're
still
talking
with
him.
I
I
do
wonder
about
whether
people?
How
well
it's
utilized
I
mean
within
the
city.
E
I'd
say
the
utilization
would
probably
potentially
be
pretty
good,
but
I
do
wonder
about
outside
of
the
city
in
those
areas,
because
a
lot
of
those
as
you
get
farther
out
what
I
hear
from
some
of
the
Aging
is.
They
do
not
want
to
drive
into
Asheville
right.
They
want
services
in
their
communities
and-
and
that
is
I,
think
that's
part
of
the
challenge.
So
especially
when
I
look
at
this
significant
investment
in
thinking
about
how
are
we
serving
all
of
our
community?
D
Yes,
I
think
that's
a
another
really
great
point,
and
one
of
the
things
is:
we've
been
talking
about
Mobility,
so
making
sure
that
they
are
represented
on
our
team
as
well,
because
they
are
the
currently
the
transportation
provider
for
those
out
in
communities.
So
they
would
be
able
to
pick
them
up
and
bring
them
in.
We
do
know
some
are
still
driving,
and
so
it
would
be.
It's
really
important
to
us
to
have
a
stoplight
have
another
story
about
when
I
used
to
work
with
an
older
adult,
and
she
actually
did
not.
D
She
no
longer
went
to
the
same
car
lot
that
she
used
to
go
to
because
she
wouldn't
turn
across
the
four-lane
road.
She
would
only
turn
at
places
where
there
was
a
stoplight,
and
so
so
she
changed
card
places
because
she
never
had
to
turn
left
across
the
foreland
road.
She
just
had
to
turn
right,
and
so
those
are
some
of
the
thoughts
that
we've
been
having
whenever
we're
talking
about.
Where
would
this
be
built?
D
And
it's
really
important
that
there's
stoplights
and
their
security
and
people
feel
safe
being
able
to
come
and
go,
and
also
you're?
Very
right
people
want
services
and
community
in
their
own
community,
and
we
want
to
be
able
to
take
what
we
can
out
into
Community
through
that
coordinated
effort.
That
I
spoke
about
with
that
Hub
and
spoke,
but
some
of
these
Services
just
can't
be
offered
in
community
like
Adult,
Day
Care,
for
example,
due
to
licensure
requirements.
G
G
Think
if
you
talk
to
any
of
the
other
board
members,
you
would
see
this
same
level
of
passion
and
excitement
from
across
all
the
representatives
that
are
serving
alongside
me
with
DHHS
I
think
we
have
an
opportunity,
as
Buncombe
County,
to
really
lead
on
this
issue
as
we
look
at
what
other
counties
are
doing,
no
one's
doing
it
like
this,
no
one
was
doing
the
Family
Justice
Center,
like
we
do
it
now
to
me.
G
In
my
mind,
we
can
lead
with
an
active
aging
Center,
just
like
we
did
for
families
across
Buncombe,
County
I
think
we
often
talk
about
our
under-resourced
folks,
our
under-resourced
families
across
Buncombe
County,
and
we
leave
out
our
seniors
as
part
of
that
conversation.
This
is
an
opportunity
to
do
right
by
our
aging
population
as
I.
Look
at
our
strategic
plan
and
the
work
that
we
put
into
it.
Addressing
Aging
in
place
is
a
gaping
hole
that
we
have
not
zeroed
in
on
nearly
at
all,
as
we
look
towards
2025.
G
This
is
yet
another
opportunity
for
us
to
address
a
goal
that
we
put
forward
for
our
active
seniors
and
keeping
them
active
in
in
some
really
exciting
ways.
I
think
the
idea
of
having
an
on-site
fitness
center
The
Adult
Day
Care,
which,
as
I,
talked
to
a
lot
of
families
that
have
aging
parents.
That
is
something
that
they're
really
concerned
about.
They
don't
feel
that
there's
a
great
option
for
them
and
they're
desperately
worried
about
what
they
do
with
their
aging
parents.
In
that
situation,.
G
The
one
thing
that
really
spoke
to
me
and
Jen
you
addressed
this
a
bit
is
that
social
isolation
piece
and
how
abuse
occurs
and
getting
our
seniors
out
of
their
homes
and
into
new
and
exciting
environments
is
such
a
great
way
to
address
that.
But
what
spoke
to
me
on
that
video,
that
really
tags
along
with
that
is
the
opportunity
for
caregiver
support,
and
how
do
we
address?
You
know
the
challenges
and
the
struggles
of
those
families
who
are
caregiving,
for
you
know
aging
people
and
family
members.
G
That's
that
is
a
lot
of
stress
and
a
lot
of
toll
as
you
take
that
on
and
having
a
place
for
those
families
and
those
caregivers
to
go
to.
You
know
to
learn
how
to
do
that
and
to
have
an
outlet
for
themselves.
I
think
is
just
as
important
as
having
those
opportunities
for
our
seniors
and
then
being
taught
those
things
in
a
really.
You
know
understanding
and
supportive
environment
as
I.
Look
at
this
too
I
think
what
an
opportunity
we
have
to
have
a
true
Collective
impact
model
for
our
seniors
and
so
I.
G
There
are
plenty
of
questions
to
address
with
funding,
and
you
know
looking
though
Jen
I
think
you
brought
up
some
really
great
points
about
State
funding
that
nothing
has
come
to
the
western
part
of
the
state.
To
do
this.
I
think
you
know,
are
there
opportunities
that
we
can
tackle
as
Commissioners
to
help
advocate
for
that
funding
to
bring
it
here?
G
H
I'd
like
to
add
to
the
conversation,
and
but
first
of
all,
I'd
like
to
say
I've,
been
a
member
of
the
Givens
board
since
1978.,
so
I've
grown
up
with
this
I
started
out
as
a
pup.
Talking
about
this
and
now
I'm
all
I'm
there.
But
this
is
an
opportunity
we
cannot
folks
afford
to
pass
up.
It's
needed
in
the
community,
I've
seen
it
from
working
with
Givens
I've,
seen
it
for
working
with
other
organizations
and
I've
also
seen
it
working
with
my
parents
and
how
they
aged
in
place
with
Mom.
H
We
had
someone
with
her
around
the
clock.
We
were
able
to
do
that
because
I
had
it
for
two
months
at
Gibbons
and
she
and
one
out
there.
She
wanted
to
be
back
at
home
with
us,
but
this
is
something
and
when
you
look
at
the
senior
population
in
Buncombe
County,
the
people
who
were
born
here,
who've
grown
up
here
like
me,
but
I,
think
we
owe
it
to
the
senior
population,
and
it
would
be
a
travesty
for
us
to
pass
up
this
opportunity
in
Buncombe.
County.
H
Look
at
what
we
have
done
with
you
know:
Family
Justice,
Center
and
everything
else,
but
when
you
look
at
the
importance
of
the
population
we're
talking
about
and
it's
only
going
to
continue
to
grow,
we
have
got
to
allow
these
people
to
allow
us
to
age
in
place
with
dignity
and
I.
Don't
you
know
for
me:
I,
don't
want
to
see
us
spare
anything
I
want
to
see
us
put
the
facility
in
place
that
will
be
the
state
of
the
art
and
I
think
we
can
do
it
with
foundations.
H
We
can
get
contributions
from
a
lot
of
people
in
the
community
who
are
seniors
they
have
to
where
with
all
to
do
it,
but
we
cannot
pass
this
up.
I
want
to
commend
you
all
for
what
you've
done
and
putting
this
in
place,
because
this
is
the
peace
that
we're
missing
in
our
community
sure
we
have
Givens,
we
have
Deerfield,
but
they
are
just
one
spoke
in
the
wheel,
but
I
think
here
we
would
be
the
center
of
the
wheel
and
this
is
what's
needed
so
and
I
think
the
cost
sure
the
10
million.
H
Let's
be
realistic.
If
you
were
looking
at
26
million,
then
it's
probably
50
million
now,
but
we
can
hopefully
work
that
out
and
hopefully
work
it
out
where
we
can
afford
it
and
I
realize
we
have
to
you
know
we
have
taxpayers
as
Commissioners
that
we
have
to
make
sure
that
we're
watching
our
dollars,
but
I'm
sure
most
people
are
like
me,
would
say
we
can't
afford
not
to
watch
it.
You
know
this
is
something
that
we've
got
to
do
and
we
owe
it
our
seniors
folks.
H
We
owe
it
to
them
and
a
lot
of
them
who
have
struggled
to
stay
in
their
homes,
we're
helping
pay
property
tax
and
all
they're
going
to
need
this
support
and
I
think
this
is
what
we
can
do,
and
the
only
reason
I
ran
for
commission
was
to
make
sure
that
we
keep
the
quality
of
life
in
Buncombe
County.
That
I
came
up
with
he
as
a
kid
and
all
we're
doing
with
this
is
just
taking
that
to
the
next
level
in
which
should
go
thanks.
A
You
know
I
just
make
a
few
couple
comments.
The
I
mean
it's
certainly
not
like
there's
anything
here
to
object
to
right
like
this
would
only
be
to
the
positive
right.
I
think.
The
thing
that
we
struggle
with
you
know
being
in
the
local
government
is
that
there's
there's
like
no
shortage
of
great
ideas.
A
Right,
there's
a
lot
of
good
ideas
and
we
have
finite
resources
and
we
have
to
figure
out
okay,
you
know,
what's
the
best
strategy
here,
to
do
the
most
good
with
with
what
we
have
and
so
there's
a
I
mean.
There's
a
lot
about
this-
that
that
I,
really
like
I,
think
the
question
that
commissioner
Wells
raised
around
you
know
you
talk
about
this
Hub
and
spoke
kind
of
concept.
A
A
A
You
know,
we've
got
all
these
wonderful
community
centers
throughout
our
County
that
there's
very
significant
buy-in
from
the
neighborhoods
that
they
are
located
in
right
and
they
and
they
work
on
shoestrings
right
like
we
provide
a
little
support,
but
it's
I
mean
realistically
what
we
provide
is
very
modest
to
support
these
kind
of
Grassroots
community
centers
in
our
in
our
in
our
County.
A
So
to
me
the
biggest
question
I've
wrestled
with
when
I
think
about
this
question
is
I
mean
I
think
we
definitely
need
to
be
doing
more
in
this
space
because,
as
y'all
have
rightly
described,
you
know
our
demographics
are.
This
is
a
part
of
our
community.
That's
just
going
to
be,
you
know
growing,
even
more
so
than
the
overall
population
is,
is
growing.
So,
what's
the
best
way
to
you
know
to
support
this
important
goal
of
people
living
in
place
living
in
community
and
I
I.
A
A
You
know
is
that
the
right
approach,
or,
if
we're
going
to
spend
as
much
resources
as
a
community,
would
doing
some
of
it
in
one
place
to
integrate
those
you
know
create
that
One-Stop
shop
for
the
things
that
really
there's
like
that
needs
to
be
in
one
place
and
then
thinking
more
about
the
you
know
the
the
facilities
in
neighborhoods
and
in
community
and
what
we
can
do
to
beef.
Those
up
I
mean
that
would
I,
don't
know.
A
If
there's
you
know
kind
of
what
ideas
there
are
around
that
model
as
well,
where
we
can
bring
more
of
these
things
to
the
community-based
centers
that
already
are
out
there.
You
know
what
does
what
does
that?
Look
like
so
those
are
just
some
of
the
questions
I
I,
think
about
when
thinking
about
this
idea,
but
thanks
for
thanks
for
coming
today
and
it's
important
conversation
to
have
other
questions
or
comments,
you
know
this
is
an
informational
briefing.
So
we're
not.
A
This
is
not
like
a
final
decision
on
any
of
this,
but
other
questions
or
comments
at
this
time.
A
Thank
you
so
so,
just
in
terms
of
the
process,
thinking
about
this
so
so
I
think
the
staff
are
looking
for.
You
know
to
what
degree
is
this
of
interest?
We
want
to
look
at
this
I.
Don't
I,
don't
hear
anybody
saying
you
know,
stop
the
car
like
this.
Is
you
know
no
more,
no
more
talk
about
this
idea,
but
I
don't
know.
Do
Commissioners
have
any
have
any
further
comments
just
about
the
process.
A
I
guess
just
to
kind
of
give
some
we
don't
have
to
make
a
final
decision
about
green
lighting
up.
You
know
we're
all
in
on
this
or
or
what
but
the
in
terms
of
further
exploration
of
this,
and
you
know
I'm.
Certainly
supportive
of
that
I
will
say
one
of
the
just
from
a
process
standpoint.
One
of
the
things
that's
challenging
is
like
this.
When
you
hear
one
idea
by
itself
like
it's,
you
know
nobody
wants
to
be
like
we're.
A
You
know
we're
not
going
to
do
that,
but
you
know
through
the
budget
process.
We
end
up
looking
at
all
of
these
ideas
together
right
and
in
a
way
that's
the
healthiest
process
because
we
have
to
then
like.
We
are
reminded:
okay,
here's
how
much
money
we
have
to
work
with
unless
we're
going
to
raise
taxes
right
and
then
things
kind
of
get
real
around.
Like
The
Limited
number
of
things,
we
can
do
so
I,
guess
I'm,
supportive
of
continuing
the
conversation
and
exploring
this
I
would
want
to
have
more
specifics.
A
On
the
the
cost,
I
mean
there's
a
there
are
differences
between
10
million
or
up
to
10
million
and
50
of
some
unknown
number
I
mean
those
are
big
big
differences,
so
I
I
would
want
to
I'd
want
to
hear
more
about
that,
and
I
would
want
to
hear
more
about
like
if
this
is
the
Hub.
What
are
the
spokes
going
to
look
like
in
the
future?
E
E
F
Would
definitely
be
a
capital
project
coming
forward
at
a
budget
process
when
we
do
capital
projects,
but
I
think
what
Stoney
and
general
are
looking
for
would
be
that
bigger
question.
Are
we
interested
the
Board
of
Health
when
there
were
a
separate
entity?
Was
very
interested
in
staff,
continue
to
work
on
this,
and
so
staff
has
been
doing
that.
The
question
now
is
for
the
Board
of
Commissioners.
Do
you
want
us
to
continue
in
that
space?
Well,
we
will
still
be
a
leader
and
helping
the
community
to
organize
around
this
effort.
F
So
the
10
million
dollar
question.
We
want
to
make
sure
you're
fully
aware
of
what
that
cost
could
be
for
the
county,
but
that
would
come
back
to
you
and
it
would
not
be
until
they
have
reads
the
remainder
in
the
money.
So
we
would
not
be
funding
that
now,
but
it
will
be
a
capital
project
in
our
Capital
project
process
that
you
could
see
and
you
could
fund
when
the
time
comes.
I
After
all,
I've
got
a
question
I'm
reading
this
timeline
slide
correctly.
It
looks
like
this
conversation
started
last
summer,
if
not
longer
ago,
has
there
been
a
conversation
about
maybe
establishing
this
as
a
multi-story
building
and
incorporating
housing
for
seniors
into
the
development
in
some
way.
F
All
of
that
stuff
is
on
the
table
for
us,
so
we
have
not
yet
fully
fleshed
that
out.
The
feasibility
study
they
were
talking
about
was
a
standalone
building.
If
there
was
such
space.
That's
when
UNC
Asheville
entered
a
picture
and
said
we
could
look
at
that
space
on
their
campus
to
Terry's,
pointing
to
brownlee's
point.
This
is
a
big
County,
so
if
what
everybody
drive
from
barnersville
or
Sandy
or
the
eastern
part
of
the
county
into
the
rest
of
Asheville,
we
need
to
talk
about
where
the
best
location
is.
F
We
haven't
fleshed
that
out.
Staff
has
been
wonderful
in
finding
some
space
or
a
commitment
for
some
space.
It
would
be
a
long-term
lease
I
believe
at
this
point,
but
they
have
done
a
lot
of
work
already,
but
we
don't
want
to
continue
until
we
know
that
this
is
something
that
the
County
Commission
is
interested
in.
So
I'm
here
in
nods.
I'm
here
don't
stop.
So
we
can
then
flush
those
questions
out
and
bring
that
back
to
you
at
a
different
point,
foreign.
J
Yeah
I
think
I
I
certainly
would
support
us
continuing
to
be
engaged
and
it
I,
and
it
absolutely
feels
like
there's
a
leadership
role
for
the
county.
I
think
I
think
if
I'm
hearing
you
Parker
what
I
want
to
Echo
is
that,
like
we've,
been
having
a
lot
of
other
conversations
about
how
we're
thinking
about
kind
of
mixed-use
development
and
creative
ways
to
deliver
services
to
people
and
how
we
can
bring
this
into
those
conversations,
you
know
that
I'd
be
very
interested
in
that
piece.
F
K
A
A
Intriguing
intriguing
idea:
all
right:
okay,
all
right
appreciate
everyone
coming
today,
look
forward
to
talking
further,
so
thanks
for
everyone's
exploration
of
this
and
appreciate
the
chance
to
have
some
dialogue
about
today,
look
forward
to
talking
further
all
right.
Folks,
next
item
on
the
agenda
is
an
update
on
the
parking
for
affordable
parking
for
downtown
workers.
L
This
is
a
briefing
so
not
seeking
any
action
from
the
board,
but
it
would
certainly
take
any
guidance
or
any
questions
or
comments
that
you
have
so
getting
into
it.
Our
survey,
a
survey
was
developed
very
quick
online
survey,
but
paper
copies
were
made
available
as
well
distributed
for
about
two
weeks
and
the
survey
closed
on
October
7th.
We
didn't
have
a
hard
close,
so
we've
seen
a
couple
surveys
trickle
in
after
that
date,
but
roughly
a
two-week
window.
That
survey
was
distributed
in
English
and
Spanish
and
we
provided
QR
codes
as
well.
L
The
images
on
the
right,
you
know,
that's
what
the
survey
looked
like:
one
is
in
English
one's
in
Spanish,
just
to
have
a
visual
to
break
it
up.
The
key
for
us
in
terms
of
engaging
on
this
was
to
leverage
networks
that
already
exist.
The
reality
is,
you
know
me:
sending
a
survey
out
to
downtown
workers
may
not
resonate
as
much
as
using
the
networks
that
they
already
interact
with.
L
So
we
work
closely
with
air
Asheville,
independent
restaurants,
Asheville
food
and
beverage,
United
Asheville,
Arts,
Council,
Asheville,
Downtown
Association
and
go
local,
and
so
those
were
the
folks
that
really
helped
us
get
the
word
out
on
the
survey.
Generally
speaking,
I
think
we've
been
relatively
successful
with
getting
the
word
out
and
so
on
this
slide
you'll
see
our
results,
so
total
participants,
the
last
time
I
updated.
This
slide
was
about
630
survey
participants.
That's
a
really
good
response!
Y'all!
We
normally
don't
get
such
large
responses,
and
this
is
a
very
narrow
Focus.
L
You
know
downtown
employees
that
work
in
a
certain
industry,
potentially
with
that
came
about
a
thousand
comments
of
those
folks,
70
offered
to
be
a
part
of
future
discussions
with
us,
and
so
we
said
that's
great
in
terms
of
demographics.
There
are
some
key
demographics
I'll
hit
I'm
not
going
to
go
over
all
of
them,
but
of
our
respondents.
71
percent
earn
less
than
20
dollars
per
hour,
so
we
thought
that
was
a
really
important
metric.
L
Additionally,
94
rely
on
a
car
for
transportation,
and
then
you
know,
generally
speaking,
would
folks
apply
for
this
program.
The
answer
was
generally
yes,
66
percent
said
they
would
so
all
positive
in
the
appendix
I've
got
some
demographics
I'm
not
going
to
walk
through
those
today
in
terms
of
age
and
how
frequently
people
work
and
race
and
ethnic
background.
We
just
wanted
to
know
it
was
there
in
terms
of
where
our
residents
work.
You
know
this
is
a
visual.
L
Our
respondents
were
from
a
much
broader
area,
so
lots
of
folks
responding
to
the
survey
some
closer
than
others,
but
just
wanted
to
to
give
you
a
sense
of
where
folks
worked
in
terms
of
the
results.
The
key
question
program
utilization.
Would
you
use
this
program?
The
average
response
rate
to
this
question
was
about
a
four
which
we
interpret
on
a
five
point
scale
as
likely
to
apply.
L
We
did
give
survey,
respondents
an
opportunity
to
tell
us
why
they
wouldn't
apply
if
there
was
an
issue-
and
so
you
know
three
responses
that
we
heard
one
was
we
would
apply
if
the
rate
was
lower.
We
expected
that
we
would
apply
if
safety
were
improved,
and
so
that
was
good
feedback
and
then
we
would
apply
if
additional
spots
were
offered
in
other
areas
of
downtown
and
of
course
we
can't
necessarily
do
that
because
of
our
limitations
on
the
number
of
decks
we
own,
but
we
took
that
feedback
and
noted
it
importantly.
L
You
know
this
was
a
very
quick
survey.
You
know
something
like
five
questions,
but
the
majority
of
the
questions
were
forced
and,
in
terms
of
you
know,
scale.
You
know
responding
to
a
specific
question,
but
we
did
offer
the
opportunity
for
respondents
to
just
give
us
narrative
feedback,
It's,
always
important
to
allow
those
opportunities
and
based
on
that
narrative
feedback,
we
summarized
into
a
few
themes.
Those
are
on
the
screen.
L
There's
certainly
comments
that
were
outliers,
that
you're
not
going
to
see
on
my
screen,
but
this
is
generally
what
we
heard
so
more
spaces,
please,
at
a
cheaper
rate
in
more
locations,
I
think
we
expected
to
hear
that.
L
There's
also
a
lot
of
feedback
on
Towing
and
ticketing
in
and
around
downtown,
not
restricted
to
Our
Deck
often
they
were
talking
about
street
parking,
but
that
was
feedback.
We
received
some
suggested
using
a
sticker
system.
You
know
to
prevent
ticketing
and
towing
and
we're
just
passing
that,
along
as
an
Innovative
idea
that
we
can't
necessarily
impact
additionally,
safety
was
flagged
on
numerous
occasions
and
in
particular
at
night
in
and
around
the
deck
not
just
restricted
to
the
deck.
L
There
was
a
note
about
income
fluctuations.
You
know
in
peak
season
folks
might
make
more
money
than
they
do
in
low
seasons,
and
so
we
noted
that,
because
again,
we've
talked
about
this
being
an
income
criteria
based
program,
and
then
we
also
got
some
responses
from
business
owners
and
business
owners
generally
were
supportive
interested
in
purchasing
blocks
of
parking.
L
L
So
that's
the
survey
responses
I'm
going
to
keep
going.
Y'all
stop
me
if
you
want
to
talk
about
any
of
that
information
so
shifting
into
the
program
details,
so
commission
asked
us
to
speak
to
the
community,
so
we
first
issued
a
survey
in
developing
that
survey.
We
worked
with
business
groups
that
sort
of
work
with
the
population,
our
customers,
if
you
will
and
additionally
sought
their
feedback
on
what
they
were
hearing
on
the
program
anecdotally,
so
not
on
a
survey.
L
But
just
what
are
you
hearing
from
folks
and
So,
based
on
have
a
couple
tweaks
to
the
program
that
we'd
like
to
share
with
you
today?
Certainly
not
final,
it's
for,
commissioner
consideration
so
on
eligibility.
There's
a
decision
Point
here
for
commission
not
today,
but
when
we
bring
it
back
to
you.
If
you'd
like
to
see
it
again
and
the
question
is
you
know,
are
we
offering
a
low
to
moderate
income
program
which
was
staff's
recommendation
last
time?
L
Were
we
offering
a
program
where
we
just
have
reduced
rates
across
the
board
and
there
is
no
income
eligibility?
So
it's
a
decision
for
you
all
to
consider
in
the
future,
but
wanted
to
make
sure
that
you
knew
we
were
still
at
that
point.
Next,
up
staff
is
recommending
that
these
passes
are
purchased
by
individuals.
L
Earlier
we
had
proposed
individuals
or
employers
based
on
our
feedback
from
the
groups
we
worked
with,
but
also
in
a
discussion
on
Equity
was
our
chief
Equity
officer,
thought
more
appropriate
to
allow
it
to
be
in
the
hands
of
individuals
so
that
they
could
control
their
ability
to
secure
a
parking
pass
and
not
be
Reliant
upon
an
employer.
However,
there's
still
an
opportunity
for
employers
here,
if
they'd
like
to
participate
and
support
their
staff
can.
A
We
can
we
stand
up,
please
remember
Tim,
yes,
so
I
mean
I.
Certainly
think
people
should
be
able
to
purchase
these
for
themselves
if
they
want
to
right,
but
in
a
way
the
ideal
would
be.
If
we
create
a
system,
you
know
that's
more
affordable
than
just
the
you
know:
80
85
bucks
or
80
bucks.
You
know
system
we've
had
in
the
past,
so
it
becomes.
A
You
know
at
a
price
point
where
a
lot
of
businesses
could
say
you
know
we
can
afford
that.
Let's
provide
that
as
an
amenity
for
our
workers
right,
so
that
then
the
businesses
take
over
covering
those
costs,
because
40
bucks
is
a
much
better
deal
than
than
is
available
to
most
people
downtown.
But
still
it's
you
know
it's
500
a
year.
Basically
for
folks
who
are
making
you
know
not
a
lot
of
money
spending
500
just
to
park.
That's
you
know,
that's
that's
not
nothing
so,
but
so
I
just
want
to
clarify.
A
Individuals
could
purchase
it,
but
if
a
business
came
in
and
said,
hey
I've
got,
you
know
a
dozen
employees
downtown
I'd
like
to
purchase
passes
for
all
12
of
my
employees.
Could
they
could
they
do
that?
Our.
L
Our
recommendation,
based
on
our
conversations
at
this
time,
is
no
and
ultimately
commission.
It's
your
call.
The
fear
that
we've
heard
is
that
you
know
some
businesses
may
have
the
ability
and
inclination
to
purchase
blocks
of
tickets
and
may
purchase
a
lot
of
tickets
and
then
prevent
others
from
being
able
to
access
the
program
who
may
not
have
employers
that
have
the
ability
or
interest
in
doing
so
so
by
allowing
individuals
to
sort
of
you
know
be
able
to
purchase
their
own
tickets.
They're
able
to
sort
of
you
know
fight
for
themselves.
L
A
Will
so
so
they
would
still
only
be
able
to
purchase
if
businesses
were
able
to
purchase
them
at
this
discounted
rate,
it
would
only
be
for
the
employees
who
qualify
right.
So
it's
not
like
a
law
firm
is
going
to
buy
this
buy
up
all
these
spaces
for
a
bunch
of
high-paid
lawyers
right.
It
still
has
to
be
focused
on
the
employees
who
meet
the
criteria.
If
employers
could
buy
discounted
parking
right,
I.
L
Do
agree
it
would,
it
would
still
need
to
be
income
eligible.
The
question
is:
would
a
particular
employer
have
more
means
to
be
able
to
purchase
and
buy
up
more
passes
than
another?
You
know
some
of
these
businesses
downtown.
You
know
they're,
not
the
big
businesses
they
might
be
smaller
and
so
that
that's
the
general
question
and
trying
to
provide
more
of
a
even
playing
field.
That's
not
to
say
that
employers
can't
still
participate.
Somehow.
L
A
So
employers
could
basically
say
if
they
wanted
to
do
it,
they
could
say
sign
up.
I'll
I'll
reimburse
you
for
it.
Yeah
and.
A
A
L
L
L
So
if
an
employee
didn't
want
to
give
us
a
pay
stub
that
they
could
do
something
different
the
application,
it's
an
online
process
through
preferred
parkings
website.
This
brings
us
to
our
next
decision.
Point,
and
so
you
know,
should
we
approach,
we
have
limited
number
of
spots.
150
is
what
we're
proposing.
Currently,
we
expect
that
there
will
be
demand,
and
so
the
question
became.
L
First
come
first
serve
processes
are
notorious
for
those
that
are
kind
of
in
the
know
in
the
network
have
the
best
access,
and
so
our
thought
is.
If
we
open
this
up,
for
you
know
a
two-week
period
as
an
example
gives
more
people
the
opportunity
to
apply
the
lottery
is
still
based
on
program
criteria,
so
income
in
this
case,
but
just
allowing
more
folks
to
have
the
opportunity.
L
Anybody
that
doesn't
get
a
parking
pass,
goes
on
the
wait
list
and
then
can
be
sort
of
called
at
a
later
date
as
more
parking
passes
are
available
or
people
drop
out.
So
that's
a
decision.
Point
staff
has
a
recommendation,
which
is
the
lottery.
That
of
course,
makes
it
more
complicated,
but
we
think
more
Equitable
and.
A
If
we,
if
we
did,
if
we
went
with
that
approach,
if
we
didn't
have
the
program
oversubscribed
through
the
lottery
system
and
everyone
would
get
in
and
then
going
forward
and
we
could
just
take
additional
applications
on
a
first
come
first
serve
basis
after
that,
absolutely
that
is.
L
Correct
future
availability,
so
we'll
maintain
a
wait
list
and
cycle
through
that
wait
list
as
passes
become
available,
we're
requesting
that
employees
recertify
their
employment
on
some
schedule,
we're
saying
12
months,
just
to
make
sure
folks
are
still
working.
Additionally,
these
parking
passes.
We
can
review
how
frequently
they're
used.
So
if
a
parking
pass
is
underutilized,
you
know
someone
hasn't
used
it
in
a
couple
months
or
something
we
could
always
discontinue
the
pass
and
make
it
available
to
someone
else
who
might
use
it
more
frequently.
A
L
In
terms
of
payment
payments
go
directly
to
Preferred,
Parking,
there's
no
pass-through
of
County
dollars
or
anything
like
that.
If
the
employee
doesn't
pay
for
their
parking
pass,
they'll
lose
it.
There
is
a
one-time
fee
for
the
actual
parking
card
itself
and
if
you
lose
it,
then
that's
an
issue
as
well
upon
approval
applicants
can
pick
their
passes
up
at
preferred,
so
preferred
parking
really
serving
as
the
Hub.
This
is
similar
to
what
they
do
now.
If
you
purchased
a
parking
pass
at
Cox
avenue,
you
would
go
to
their
website.
A
L
So
that's
kind
of
where
we
are
proposed
program
as
always
open
to
commission
thoughts.
You
know
it
is
our
first
time
doing
this
so
I'm
sure
you
know
as
we
move
towards
implementation,
there
will
be
things
that
we
learn,
but
I
just
wanted
to
show
you
kind
of
where
we
are
currently.
L
All
right,
I'm,
gonna
jump
I've
got
just
two
more
slides
and
then
I
had
to
take
any
additional
questions.
So
you
know
the
the
program
addresses
and
has
been
revised,
based
on
some
things
that
we've
talked
about.
L
However,
you
know
survey
data
is
important
and
wanted
to
make
sure
that
we
talked
about
that
as
well,
and
so
some
of
the
key
items
we
heard
on
the
survey
one
you
know
was
we
need
more
spots.
We
need
more
locations.
All
of
that
staff
continue
to
recommend,
starting
with
150
spots
at
the
Cox
avenue
deck
just
to
see
how
it
goes.
We
don't
want
to
get
over,
subscribed
we'll
be
back
to
you
once
we
have
our
feet
a
little
bit
further
in
the
pond.
L
Additionally,
Buncombe
County
does
have
another
parking
deck
and
we
haven't
begun
analysis
of
that
yet.
But
we
would
like
to
take
a
look
at
that
deck
to
see
what's
possible,
with
the
caveat
that
the
business
use
there
is
much
different
than
what
we
see
at
Cox
avenue.
Our
200
College
Street
deck
tends
to
be
a
lot
more
full.
It's
proximity
to
the
courthouse,
the
city
of
Asheville,
things
like
that.
L
That
doesn't
mean
that
there
isn't
some
flexibility
but
we'd
like
to
take
a
closer
look
at
it
before
we
come
back
to
Commission
in
terms
of
security.
This
was
something
that
was
hit
on
a
lot
in
the
survey,
and
so
we
wanted
to
talk
about
that
with
commission,
so
the
Cox
avenue
deck
in
general
has
a
number
of
call
boxes,
they're
present
on
every
level
at
elevators
and
stairwells.
Additionally,
we
have
cameras
in
the
deck,
it's
a
newer
deck
and
it's
been
outfitted
with
those
cameras,
and
so
those
are
available
as
well.
L
Our
our
staff
presence
and
meaning
our
preferred
parking
staff
presence.
There
is
limited,
however,
it's
currently
Monday
through
Friday
7
A.M
to
7
P.M,
there's
nobody
between
the
hour
after
7
PM
until
the
next
morning
and
additionally,
there's
no
one
there
on
the
weekends,
and
so
those
are
gaps
in
sort
of
attendant
coverage.
L
During
the
week
there
is
a
roving
attendant
who
kind
of
goes
throughout
the
deck
when
staffed,
and
so
this
all
raised
a
question
for
us,
because
you
know
if
you're
you
know
dealing
with
downtown
service
industry
you're,
encouraging
folks
potentially
to
use
the
deck
after
our
normal
hours,
if
you
will,
after
7
pm
and
so
We've
we're
taking
a
look
at
additional
measures
that
could
be
put
in
place
in
terms
of
security.
We
don't
have
final
answers
for
you
today,
but
that
could
include
extended
hours
for
our
parking
attendance.
L
You
know
so
going
Beyond,
7
PM,
adding
something
on
the
weekends
as
an
example.
So
we're
working
through
that
in
discussion,
but
didn't
want
to
not
address
it,
because
it
was
definitely
consistent
feedback.
We
received.
L
Right
so
next
steps,
our
plan
would
be
to
come
back
to
the
board
on
November
1st.
So
in
two
weeks,
if,
if
that's,
if
the
commission
is
ready
to
hear
further
information
pending
commissioner
approval
we'd
finalize
the
program
with
preferred
parking,
they've
been
very
agreeable
throughout
the
process
and
are
on
board
with
what
we've
proposed
and
then
we
would
Target
a
launch
date,
I'm
bullish
on
this
and
saying
we're
going
to
get
it
done
by
the
end
of
this
calendar
year.
But
that
just
means
we.
L
E
L
E
L
I
think
a
lot
of
questions
you
know
and
some
of
the
stuff
that
you've
heard
brought
to
commission
when
this
item
was
initially
discussed.
L
You
know
folks
are
parking
in
one
part
of
town
and
then
walking
and
that
walk
is
long
and
it's
at
night
and
maybe
people
are
carrying
cash
and
so
that's
a
concern
so
yeah.
Those
were
the
types
of
concerns
that
were
brought
up.
Certainly
a
lot
of
them
around
Safety,
Not
Just
restricted
to
the
deck
around
the
deck
as
well.
So
I
think
nothing
that
we
probably
haven't
heard.
But
it
was
certainly
something
that
the
applicants
honed
in
on
right.
I
Tim
I
guess
a
good
question:
I'm
still
Blown
Away
by
by
the
quantity
of
employers
who
aren't
providing
parking
for
for
their
employees
but
I'm
sure
they're,
I'm
sure
there
are
some
downtown.
Some
analogous
businesses
that
are
providing
parking
in
some
way.
Is
there
in
your
kind
of
work
doing
this?
Is
there
a
particular
lot?
Are
they?
Is
it
street
parking
or
is
there
a
specific
location
where
most
people
are
providing
parking
in.
I
Yeah,
that's.
L
A
question
we
haven't
asked
specifically
I'm
glad
to
ask
it
and
bring
it
back.
I
know
there
are
some.
It's
certainly
not
unanimous,
but
I'd
be
glad
to
ask
that
question
so.
A
Important
part
of
you
haven't
talked
to
some
like
the
mayor
about
this.
You
know,
I
think
that
some
of
them
rent
spaces
in
the
city
deck
and
some
of
them
are
in
spaces
in
the
existing
Cox
deck
to
right
at
the
at
the
right.
So
like
Mass,
General
Store.
Does
that,
like
some
of
the
law
firms
do
that
so
they
some
of
them
rent
from
the
public
facilities?
There's
probably
private
lots
too
that
people
are.
You
know
Leasing
as
well.
K
One
other
thing
there
Tim:
you
mentioned
that
during
business
7
A.M
to
7
P.M
is
the
busiest
time
correct
I
mean.
Could
you
do
a
have
a
lottery
a
more
night
time
for
the
people?
That's
working
nights
there.
Instead
of
you
know
their
past
would
only
be
good
from
seven
to
midnight.
One
o'clock
see
what
I'm
saying
sure
to
add
more
people
to
it
in
case
the
daytime
people
are
the
ones
that
actually
take
up
all
these
150
or
whatever.
L
Sure
that's
a
great
question,
certainly
one
that's
been
brought
to
us
before
you
know.
Could
you
know
folks
share
a
parking
pass
or
a
parking
spot?
We've
certainly
talked
about
this
with
preferred
parking
or
vendor,
and
it
creates
a
lot
of
logistical
challenges
in
terms
of
you
know,
just
making
sure
you
have
enough
spots
available
in
the
deck
you
know
if
people
are
using
the
pass
at
their
unscheduled
time
and
things
of
that
nature,
we
don't
feel
confident.
We
could
do
that.
L
Well,
just
to
be
very
honest
with
you,
the
example
you
gave
as
well
as
on
the
example
of
like
a
shared
pass
and
it's
something
I
think
we'd
be
glad
to
explore.
Once
we
can
get
steady
like
let's
get
this
initial
program
off
the
ground
and
then
we
can
explore
it,
but
even
then
I
think
it'll
be
challenging.
E
L
Have
you
know
we
are
actually
meeting
next
week
to
go
over
some
of
the
survey
data
we've
seen,
we've
shared
it
with
their
transportation
and
their
downtown
folks,
they're
aware
for
sure-
and
you
know,
we've
also
talked
about
their
limitations
and
I'll.
Reiterate
those
I
don't
work
for
the
city,
but
in
general
you
know
a
lot
of
the
parking
decks
and
lots
that
the
city
owned
are
already
utilized.
They
have
wait,
lists
existing,
which
is
a
challenge
for
them,
but
additionally,
they
operate
under.
L
You
know
a
separate
fund
where
they
operate
as
a
business,
a
proprietary
fund,
so
that's
a
different
challenge
than
the
one
we
face
as
well.
So.
A
Yeah
all
right
other
questions,
well,
I
really
appreciate
the
staff
digging
into
all
this
I
think
this
community
outreach
over
a
pretty
short
period
of
time
has
provided
super
great
feedback,
and
it's
just
it's
just
interesting.
This
is
kind
of
one
of
those
saying
to
Jasmine
like
this
is
like
this
issue
that,
like
didn't
exist
six
months
ago,
and
now
it's
like
the
most
important
issue
in
town.
So
but
I
don't
know
it's
just
kind
of
like
I,
think
I,
don't
think
people
necessarily
thought
there
was
an
opportunity
for
this.
A
It's
just
something
people
just
kind
of
dealt
with,
but
I
appreciate
the
I,
appreciate
the
willingness
to
look
at
this
and
see
if
there's
an
opportunity
for
the
county
playing
a
role
in
this
and
sounds
very
sounds
very
promising,
so
we'll
this
will
be
back
on
our
agenda
at
the
next
meeting
and
we'll
vote
to
do
something
all
right.
Thank
you.
So
much
awesome.
Thank
you
all
right.
A
The
next
item
on
the
agenda
is
the
inker
incus
Candler,
sewer,
discussion
and
I.
Think
Tim
Love's
going
to
stick
with
us
and
Nate
Pennington
is
here
as
well,
and
maybe
some
of
our
friends
from
MSD
see
out
in
the
audience,
thanks
for
being
here
good
to
see,
you
I
know
that
we
had
to
schedule
45
minutes
for
this
and
there's
less
than
45
minutes
on
this
clock
so
but
I
I,
let's,
let's
go
I
mean
we
got
over
half
an
hour
here.
M
Absolutely
and
we're
gonna
trade
places
here
and
actually
we've
labeled
this
more
as
an
infrastructure
discussion,
because
we're
not
advocating
for
any
specific
project
in
general,
but
I'm
going
to
start
us
off,
as
you
mentioned,
Tom
Hardy,
general
manager
at
MSD
and
Hunter
Carson's,
our
director
of
engineering
over
at
MSD.
M
Of
course,
Tim
love
is
with
us
and
then
Don
Warren
is
here
to
discuss
any
financial
implications,
so
I'm
gonna
in
the
spirit
of
time,
move
us
along
just
a
quick
agenda
here,
we're
going
to
do
an
infrastructure
overview
impacts
to
Public
Health.
This
is
an
in
tandem
conversation
with
our
comprehensive
plan.
That's
currently
going
on
economic
development
opportunities.
Mst
is
going
to
talk
a
little
bit
about
their
role,
tools
that
are
available
to
them
and
next
steps.
M
As
we
know
so,
the
comprehensive
plan
as
a
tool
is,
is
a
is
a
opportunity
to
discuss
a
regional
approach
and
by
Regional
approach
we
mean
working
together
with
our
partners
and
in
this
case
MSD,
because
we
all
know
that
it's
not
just
a
siled
conversation.
It's
an
organism
conversation
the
areas
in
Maroon
are
also
the
basis
for
current
county-wide
Zone.
N
All
right
thanks,
Nate
water
quality
can
be
impacted
by
bacteria
and
other
organisms
that
can
enter
into
our
water
systems
and
there
are
various
diff
there.
There
are
various
sources
or
those
bacteria
or
organisms,
and
that
includes
storm
water,
runoff,
livestock,
manure,
pet,
Wildlife,
feces
and
Wastewater.
N
The
focus
for
today
is
on
Wastewater
and
untreated
Wastewater
that
results
from
failing
septic
systems,
untreated
Wastewater
or
failures
and
Wastewater
systems
can
result
in
increased
fecal
coliform
and
lead
to
a
potential
risk
of
E
coli
in
our
drinking
water
sources,
failures
can
contaminate
surface
water
and
drinking
water
supplies
and
expose
people
and
animals
to
disease
over
the
past
five
years.
What
we
have
noticed
is
an
increase
in
septic
complaints,
notices
of
violation
and
septic
repairs.
N
N
N
Improper
use,
flushing,
harsh
chemicals
down
down
your
drains
can
lead
to
failures
and
also
systems
can
they
can
age
out?
Basically,
and
we
see
these
failures
come
up
in
two
mainly
two
different
ways:
we
can
see
sewage
on
the
ground
surfacing
on
the
ground,
which
can
run
off
into
a
stream
or
a
lake
and
contaminate
our
water
supply,
which
can
back
up
into
the
structure
and
then
there's
the
complaint
component
of
it
all
where
people
straight
pipe
their
waste
water
onto
the
ground
without
a
wastewater
treatment
system.
N
What
I
would
attribute
the
majority
of
this
increase
was
partly
coveted
when
people,
when
we
were
all
stuck
at
home
and
using
more
water
that
led
to
more
Systems
Failing.
It
also
led
to
an
increase
in
complaints,
because
people
were
at
home
to
pay
attention
to
what
their
neighbors
were
doing
on
their
properties,
and
when
you
look
at
the
the
I'm
going
to
draw
your
attention
to
the
repair
applications
versus,
though
the
applications
we've
received,
I'm
sorry
versus
those
that
were
completed.
A
N
And
that
could
be
for
various
reasons.
Sometimes
people
will
apply
for
a
repair
application
and
the
inspector
will
make
a
site
visit
and
what
they'll
notice
is
a
leaky
toilet,
for
example,
and
the
homeowner
will
make
some
repairs
to
the
indoor
plumbing
and
that
will
take
care
of
the
failure
over
time.
It's
amazing
what
a
what
one
simple
leak
could
do
to
a
system.
N
This
shows
this
is
a
good
geographical
picture
of
where
complaints
have
been
across
the
county.
You
see
that
no
one
area
is
is
highlighted.
It's
and
it
complaints
don't
discriminate.
I,
guess
that's
the
way
to
say
it
here
is
a
good
picture
of
where
the
repairs
where
the
repair
applications
have
been
from
properties
that
are
identified.
N
You
certainly
can
see
some
clusters.
But
again,
this
is
just
a
good
visual
to
show
you
that
it's
not
localized
in
one
particular
portion
of
the
county,
but
rather
across
the
county,
and
this
represents
the
repairs
that
have
actually
been
installed
and
again
it
represents
a
huge
geographical
area.
Again.
N
M
M
So
again,
to
have
that
tandem
conversation
with
our
comprehensive
plan.
That's
currently
moving
along.
M
You
know
we're
in
the
policy
phase
right
now
we're
studying
a
lot
of
different
goals,
objectives
and
policies
that
will
be
brought
to
you
all
shortly
in
tandem
with
our
steering
committee
and
the
planning
board.
Obviously,
infrastructure
is
a
very
important
component
of
a
long-range
plan
and
it's
also
a
regional
conversation.
We
know
now
that
MSD
has
grown
from
an
organization,
that's
taking
in
much
smaller
sewer
districts
and
Tom,
and
Hunter
will
describe
that
here
in
just
a
bit
to
one
that's
also
grown
outside
of
our
County.
M
M
Development
has
a
tendency
sometimes
to
be
on
a
per
event
or
a
la
carte
basis,
and
this
is
our
opportunity
to
really
shape
where
we
would
want
to
see
development
activities
take
place
because
those
directly
lead
into
things
like
other
goals,
that
we
want
to
achieve,
specifically
speaking,
water
quality,
protection
of
steep
slope
and
protected
Ridge
areas
and
the
preservation
of
Farmland
areas.
So
in
essence,
you
would
look
for
opportunities
to
concentrate
development
and
density
along
Transportation
corridors
areas
where
it
makes
sense
where
you'd
want
to
see
more
uniformity.
M
So,
as
we
move
along
in
the
conference
of
planning
conversation,
as
I
mentioned,
we
will
be
looking
at
those
development
patterns,
increased
density
in
areas
where
it
makes
sense,
there's
also
an
economic
development
conversation
to
be
had
as
well.
We've
said
it
we'll
say
it
over
and
over
that
Land
is
Our
tends
to
be
our
scarcest
resource
and
everyone's
in
competition
for
it.
M
We
know
we
don't
have
a
popularity
problem,
but
sometimes
we
have
a
popularity
problem
and
we
can
also
look
at
other
things
that
we
can
do
from
an
environmental
perspective
that
can
be
done
to
improve
water
quality
and
offset
development
impacts
like
riparian
buffers
and
things
of
that
nature,
which
can
be
achieved
by
reducing
the
amount
of
say,
independent
septic
systems,
because
you
gain
back
a
lot
of
area.
That's
taken
up
by
septic
systems
and
drain
fields.
M
Draft
policy
just
keeping
it
really
basic
today.
But
the
idea
is
to
coordinate
Public,
Water
and
Wastewater
services
with
our
long-range
plans
to
achieve
a
lot
of
our
goals.
Objectives
and
policies
are
coming
out
of
the
comprehensive
plan
and,
of
course,
we
will
continue
to
partner
with
our
providers
of
potable
water
and
wastewater
services,
and
the
ultimate
intent
of
this
policy
is
collaboration
increasingly
we're
seeing
a
lot
of
development
where
we're
seeing
water
providers
we
haven't
seen
before.
Specifically,
water
is
now
coming
up
from
Henderson
County
Hendersonville
to
support
some
of
the
development.
O
Good
afternoon,
thanks
for
having
us
to
engage
in
your
your
conversation
over
the
comprehensive
plan
just
quickly
whip
through
some
overview
comments
here,
we
were
originally
created
by
the
state
as
a
as
a
creature
of
State
Statute
to
respond
to
environmental
problems
of
the
failing
sewer
systems
around
the
area.
O
Msd,
however,
does
have
a
and-
and
we
continue
to
update
our
master
plan,
which
is
based
on
the
Planning
and
Zoning
of
the
various
communities
around
us.
We
have
the
five
municipalities
and
the
two
counties
that
we
serve.
This
plan
Maps
out
the
lines
for
the
orderly
growth
of
the
system.
It
should
developers
whether
the
public
or
private
come
in.
This
is
the
way
it
should
be
built,
General
facts
where
we
serve
approximately
200
000
people
1100
miles
of
sewer
lines,
33
000,
manholes
and
40
pump
stations.
O
We've
made
significant
progress
in
sanitaries,
who
are
overflows
in
the
last
20
years,
with
91
reduction,
primarily
due
to
rehab
and
Rehabilitation
and
replacement
of
lines.
Along
with
some
preventative
maintenance
program.
That's
been
jacked
up.
We
spent
about
475
Millions,
put
it
back
into
the
system
since
consolidation,
which
was
in
1991.,
the
MSD
treatment
plan,
has
a
capacity
of
40
million
gallons
a
day.
It's
currently
at
20
million
gallons
a
day,
but
don't
let
that
deceive
you.
O
We
need
to
be
spending
about
a
hundred
million
dollars,
upgrading
that
plant
both
for
future
demand
and
for
new
regulations,
we're
going
to
be
changing
Technologies
and
we
have
been
doing
so.
For
the
last
several
years,
we've
spent
about
60
million
in
the
last
few
years
at
the
plant,
we're
going
to
spend
another
100
towards
that
we
were
permitted
for
the
capacity,
but
we're
going
to
be
upgrading
processes
at
the
plant.
O
So
and
again,
that's
for
both
new
regulations
and
new
development
to
to
come
in
and
in
general,
they
asked
me
to
staff
asked
me
to
talk
about
difference
between
pumped
and
gravity
systems.
In
general,
there
are
two
types
of
systems,
gravity
and
pumped
most
of
msd's
area
is
served
by
gravity.
This
is
the
most
reliable
and
the
best
for
the
environment.
O
There
are
two
main
areas
are
identified
in
our
master
plan
that
require
Regional
pump
stations
and
those
are
Weaverville
and
North
Buncombe,
because
they're
Downstream
of
the
plant
and
then
also
across
in
the
Lesser
Newfound
Creek
area,
because
they're
across
the
French
Broad
River
and
there's
only
a
certain
amount
of
Crossings.
You
can
come
across
the
river
and
serve
those
areas.
O
Now
small
pump
stations
for
developments
are
not
allowed
they're
problematic
for
several
reasons:
septicity
and
odor
issues
both
at
the
pump
station
and
where
they
discharge
into
the
existing
system
near
the
existing
customers.
You
have
more
failures
is
prone
to
fail.
Failures,
gravity
works
all
the
time,
but
there's
mechanical
and
electrical
issues
at
all
pump
stations,
no
matter
what
kind
of
backup
they
have
they're
the
electrical
costs
that
will
be
at
infinitum.
O
Well,
we
need
to
run
the
gravity
line.
Well,
why
didn't
you
run
that
to
begin
with,
instead
of
throwing
good
money
after
bad?
So
those
are
all
the
reasons
why
the
small
pump
stations
are
not
allowed
for
for
developments
at
the
request.
Staff
of
Buncombe
County
MSD
has
mapped
some
potential
growth
areas
that
are
unsewered
and
where
the
master
plan
lines
show
that
they
they
can
be
Seward.
We'll
talk
a
little
bit
about
that
in
a
couple
of
slides.
O
As
far
as
financing
sewer
expansion
into
new
development
areas
is
developer,
driven
right
now,
and
it
always
has
been
so
and
that's
not.
That
has
not
been
an
issue
except
for
these
particular
areas
that
we're
going
to
talk
about
later
we're
going
gangbusters,
as
you
know,
so
that
hasn't
been
a
limiting
factor.
Msd
does
use
bonds.
We
fund
40
to
50
percent
of
our
Capital
Improvement
program
with
bonds.
We
can
go
out
and
borrow
money,
you
say:
well,
how
can
you
do
that?
You're,
you're
upgrading
the
existing
system?
O
You're,
not
expanding
well,
like
I,
said
we're
upgrading
the
plant
for
the
future,
we're
upgrading
the
trunk
of
the
tree,
the
interceptors
for
the
future
and
we're
upgrading
all
the
large
branches
for
the
future.
They
have
to
serve
those
those
new
developments
that
come
out
at
the
periphery,
so
we're
spending
our
389
million
over
10
years
to
upgrade
all
that
so
that
you
can
accommodate
the
developers
when
they
want
to
come
in
and
extend
from
the
edge
of
the
system
out
into
to
that
gray
area.
O
That
Nathan's,
talking
about
so
MSD
you've
heard
about
this
before
MSD,
does
not
have
a
special
assessment
Authority.
Why
is
this
important
so
that
existing
customers
are
not
paying
for
the
very
periphery?
The
development
that
sells
special
assessment
Authority
is
a
tool
by
which
you
can
charge
the
people
who
benefit
for
that
benefit.
Okay.
O
So
if
you're,
you
know
all
the
existing
customers
are
paying
all
the
way
out
to
this
to
where
they
want
to
extend
from,
but-
and
if
you
add
the
additional
area
on
that,
the
existing
customers
are
going
to
have
to
pay
for
that,
and
many
of
them
have
fixed
incomes
and
we're
going
to
have
to
include
that
in
our
rates
and
it
could
be
very
cumbersome,
we're
going
to
see
some
of
the
numbers
on
that,
but
not
having
special
assessment
Authority.
O
We
did
go
to
some
legislators
and
and
had
did
not
have
luck,
but
in
the
early
2000s
we
came
up
with
some
partnership
programs.
Okay
to
kind
of
help
with
that
fact,
so
some
of
them
will
talk
about
real,
quick
I'll
flip
through
real
quick,
a
system
upgrade
where
a
developer
Ties
on
and
it's
a
substandard
line
that
they're
tying
on
to.
We
have
a
a
system
by
where
we
can
participate.
We
usually
participate
between
50
and
100
percent
on
that
portion
when
they
extend
the
line.
O
Most
developments
need
about
an
eight
inch
line,
but
if
our
master
plan
shows
well
to
serve
the
whole
base
and
we
need
a
12
inch
or
a
16
inch
line,
we
will
pay
that
differential
and
because
it's
a
master
plan
line
serving
the
whole
Basin,
we'll
also
get
the
right-of-way
and
pay
for
the
right-of-way
costs
and
Engineering
costs
to
make
sure
this
is
done
right,
so
we'll
participate
in
that
differential
and
then
these
other
functions
to
make
sure
it's
done
in
an
orderly
fashion.
O
O
Affordable,
housing,
five
years
of
estimated
Revenue
up
front
towards
towards
the
extension
we
and
we
give
70
rebates
on
all
hookup
fees
for
affordable
housing
as
well
Revenue
sharing
extension
made
by
others
MSD
shares
50
percent
of
the
actual
revenues
from
new
customers
for
up
to
10
years
and
we'll
we'll
collect
that
as
it
goes
along
and
then
and
and
reimburse
the
developer
for
that
Economic
Development.
We
have
a
fee
waiver
for
industry,
employing
200
people
or
discharging
a
million
gallons
a
month
or
more
one
more.
O
We
have
that
wasn't
on
the
list
is
developer
to
developer.
If
one
you
know,
developer
runs
a
large
line
and
another
developer
Ties
on
to
it
will
have
them
pay
a
proportionate
share
of
the
common
line
between
the
two.
So
it
kind
of
spreads
it
out
and
so
somebody's
not
just
waiting
for
somebody
to
run
it
and
then
I'll
go
tie
in
for
free.
You
you
do
that
type
of
reimbursement
and.
O
Our
bond
order
will
not
allow
that,
unfortunately,
but
but
we
can
do
that
for
the
fees
yes
I've
gone
around
and
around
with
our
attorney
about
that
several
times.
But
if
we
were
a
municipality,
we
might
be
able
to
to
do
that,
but
our
enabling
legislation,
our
bond
order,
prevent
us
from
doing
that
on
the
user
phase.
O
Okay.
So
these
are
the
the
sort
of
the
we're
calling
them
hot
spots
or
basically,
what
these
are
areas
that
are
unsewered
that
get
a
lot
of
attention:
okay
and
I'm.
Just
going
to
whip
through
these,
you
have
the
North
Buncombe,
Weaverville
sort
of
the
west
of
Weaverville
have
Newfound
Creek
area,
Ben,
lippen,
Road,
the
Candler
area,
kimchi
Creek,
and
then
the
Cane
Creek
area
in
the
sub
area,
Reams
Creek
over
there,
we've
already
done
some
master
plan
projects
out
there
with
developers
that
have
worked
really
well.
O
So
that's
those
are
the
main
ones
and
Hunter
Carson.
Our
engineering
director
updated
some
of
these
values
here.
O
The
top
three
are
the
three
that
that
get
the
most
attention
and
they
have
been
re-estimated
just
this
last
week
by
Hunter,
the
ones
below
that
were
done
in
2018
when
we
first
started
talking
about
all
this
sort
of
the
the
first
three
columns
are
MSD.
The
rest
of
that
is
County
staff
type
information,
but
you
can
see
there's
some
pretty
high
values
there.
O
With
with
these
projects,
the
Newfound
Creek
area
is
58.6
million,
and
these
are
just
for
the
large
interceptors
getting
up
there.
This
is
not
connecting
to
the
particular
areas.
This
is
because
we're
not
even
in
those
areas
we
have
to
get
the
interceptors
up
to
those
areas
and
then
they
can.
They
can
tie
on
and
extend
from
there,
but
they
aren't
going
to
even
try
to.
If
there's
a
large
line.
That's
missing.
O
It's
a
you
know
it's
an
obstacle
to
maybe
a
mid-size
development
you're
only
going
to
get
it
if
a
real
Big
Kahuna
comes
in
and
they
can
run
that
large
line
all
the
way
out
and
then
everybody
else
starts
tying
on
and
that's
how
the
rest
of
the
system
pretty
much
has
been
expanded.
It's
been
a
little
bit
by
little
bit
at
the
periphery
and
it
keeps
moving
up,
but
these
you
know
to
do
that
and
and
put
in
the
main
interceptors
for
these
areas.
O
These
are
the
sort
of
the
figures
that
you're
talking
about
and
back
in
2021.
It
started
in
2018,
but
back
in
2021
we
went
to
the
MSD
board
and
with
regard
to
the
harmony,
Creek
Candler
area
and
I,
think
it
was
July
2021
our
board
talked
about
it
and,
according
to
our
policies,
the
ones
I
just
went
over
there
at
the
time
the
the
cost
for
the
Candler
area
was
about
11
million
and
msd's
participation
would
be
2
million
of
that,
so
about
a
9
million.
We
were
looking
for
right
now.
O
O
We
did
try
to
apply
for
arpa
funds,
both
at
the
state
level
and
at
the
county
level,
and
and
we're
unsuccessful
for
that,
but
at
any
rate,
that's
sort
of
the
the
topography
and
and
the
background
of
all
these,
of
our
expansion,
related
policies
and
and
sort
of
where
we
stand
with
that.
If
you
have
any
questions,
I'll
give
it
back
to
Nathan.
K
To
verify
Tom,
you
said
new
found
in
Cane
Creek
what
it
would
cost
to
do
that,
but
the
trunk
line
don't
even
come
there
correct.
It
would
there's
a
gap
between
where
you're
at
and
where
they're
at
correct
wreck.
O
It's
up
the
main
features,
okay
and,
and
so,
if
you're,
not
your
parcel,
isn't
right
on
there
and
you
have
to
you
have
to
extend
that.
This
doesn't
include.
K
O
A
Tom
or
maybe
maybe
I'm
not
sure
who
the
best
person
to
feel
this
is
on
the
Candler
project.
You
know
most
of
it's,
you
know
following
the
Watershed
topography
right
and
comes
out
and
connects
to
1923
on
a
couple
of
points,
but
it's
not
like
it's
running
down.
A
1923
right,
it's
kind
of
running
up
through
the
Watershed
is
the
would
the
longer
term
Vision
if
that,
if
that
project
were
built
out
that
12
million
ish
project
that
that
then
subsequently,
there
would
be
more
lines
added
along
1923
itself
kind
of
running.
You
know
which
runs
East-West
to
kind
of,
because
obviously
there's
a
lot
of
commercial.
You
know
a
lot
of
development,
long
1923
more
so
than
the
actual
route
where
most
of
the
this
phase
would
connect
to.
A
M
M
Because
it's
kind
of
confusing,
unless
you
get
a
sort
of
a
disclaimer
explanation,
you
have
to
map
the
drainage
basin
to
understand
how
the
gravity
portion
of
the
sewer
works.
So
most
of
our
sewer
lines
follow
water
courses,
whether
that
be
the
French
Broad
or
the
Swannanoa,
or
all
your
streams,
because
that's
going
to
be
the
lowest
points
to
it.
So,
ideally,
and
well,
specifically,
on
this
Candler
that
that
line
is
going
to
follow
and
Tom
help
me
on
this.
But
that's
largely
going
to
follow.
Probably
Harmony
Creek.
I
Okay,
sorry
Nate
a
question
on
one
of
the
I
guess:
the
the
maps
and
the
appendices
which
I
oh
okay,
I,
don't
know!
If
you
want
to
ask
you
this
question
now
or
no.
M
Let's
in
the
interest
Tom
we
better
skip
to
that,
we've
got
the
CIP,
which
one
are
you
looking
at,
particularly
what's
the
first
one
I.
I
Just
realized
it's
five
till
five
real
fast,
the
blue
lines
on
these
mat
not
on
that
map,
but
the
the
more
specific
Project
Specific
Maps
Okay
for
Lester
and
King
Creek.
This
one
more
more
specific.
A
M
M
So
on
that
one
specifically
you're
going
to
pick
up
pieces
of
Asheville
in
the
blue.
M
And
then,
obviously
the
the
this,
of
course
was
just
for
informational
purposes.
Today,
a
lot
of
this
conversation
will
pick
back
up
when
we
do
more
concrete,
objective
policy
and
objective
formulation
and
then
additional
input
as
we
move
along.
So.
A
A
Then
really
in
a
lot
of
cases,
especially
if
you're
going
for
the
growth
management
purposes
and
not
just
water
quality
you're
going
to
want
to
see
water
extended
there
too
right
because
just
sewer
by
itself
there's
going
to
be
pretty
limited,
New
Opportunities,
so
I
guess
just
a
high
level
question:
don't
want
to
dig
into
each
one.
But
does
the
city
have
kind
of
comparable
plans
too
that
you
could
sync
up
with
this
to
say:
okay,
look!
A
M
A
great
point
now
water
does
extend
in
most
directions
beyond
what
sewer
currently
extends,
but
you
do
have
to
have
that
conversation
in
Tandem
and
it
can
be
a
very
powerful
growth
management
tool
and
we
are
certainly
have
the
ability
to
have
that
conversation
with
the
water
providers.
With
the
understanding
the
city
provides
the
most.
They
have
the
same
policies
in
place.
They
do
not
speculatively
extend
the
one
piece.
A
All
right,
we've
only
got
a
couple
minutes,
so
anybody
want
to
have
a
last.
We
could
talk
about
this
stuff,
obviously
all
day
and
probably
weren't
some
more
conversation,
but
I
appreciate.
You
know,
I
mean
I,
think
with
the
comp
plan
and
thinking
about
these
growth
nodes
like
this
is
an
important
conversation.
That's
been
spend
more
time
on
so,
but
any
other
questions
or
comments
for
now.
A
All
right,
thank
you
all
for
being
being
here
today
to
talk
us
through
this.
We
appreciate
it
so
I
think
we're
good
on
this
now
so
Avro
we're
running
out
of
time
on
the
weirdest
one
item:
we're
not
getting
to
give
a
suggestion
right.
F
A
A
Why
don't
we
I
I,
don't
have
an
opinion
I'm
happy
either
way
to
roll
it
to
the
next
briefing
meeting
or
do
it
tonight
Commissioners
any
preference.
A
Sounds
great
all
right:
let's
take
a
quick
break
and
come
right
back
and
get
started.